商业中的文化环境XXXX讲义课件

商业中的文化环境XXXX讲义课件1Culture,ManagementStyle,andBusinessSystemsChapter5McGraw-Hill/Irwin©2005TheMcGraw-HillCompanies,Inc.Allrightsreserved.Culture,ManagementStyle,and2IntroductionRecognizebusinessculture,managementvalues,andbusinessmethodsandbehaviorsasimportantforsuccessininternationalmarketThus,managementstylehastobeadaptedininternationalmarketingImportanceofdevelopingfriendship,humanrelations,andattainingaleveloftrustbeforebeginningbusinessnegotiationsKnowledgeofforeignbusinesspracticesandsuccessfulbusinessrelationsNeedtorecognizethatpatternsofthinking,localbusinesstempo,religiouspractices,politicalstructure,andfamilyloyalty,aredifferentandimpactbusinesstransactionsIntroductionRecognizebusiness3Culture,Managementstyle,andBusinesssystemsCulturaladaptation

1)Culturalimperatives2)Culturalelectives3)Culturalexclusives

Culture,Managementstyle,and4RequiredAdaptationAdaptationisakeyconceptininternationalmarketingTosuccessfullydealwithindividuals,firms,orauthoritiesinforeigncountries,managersshouldexhibit:opentolerance,flexibility,humility,justice/fairness,abilitytoadjusttovaryingtempos,curiosity/interest,knowledgeofthecountry,likingforothers,abilitytocommandrespect,andabilitytointegrateoneselfintotheenvironmentRequiredAdaptationAdaptation5CulturalImperatives,ElectivesandExclusivesCulturalimperativesarethebusinesscustomsandexpectationsthatmustbemet,conformed,recognizedandaccommodatedifrelationshipsaretobesuccessfulCulturalelectivesrelatetoareasofbehaviorortocustomsthatculturalaliensmaywishtoconformtoorparticipateinbutthatarenotrequiredCulturalexclusivesarethosecustomsorbehaviorpatternsreservedexclusivelyforthelocalsandfromwhichtheforeignerisbarredandmustnotparticipateCulturalImperatives,Elective6Culture,Managementstyle,andBusinesssystemsMethodsofdoingbusiness

Becauseofthediversestructures,managementattitudes,andbehaviorsencounteredninternationalbusiness,thereisconsiderablelatitudeinthewaysbusinessisconducted.Nomatterhowthoroughlypreparedamarketermaybewhenapproachingaforeignmarket,acertainamountofculturalshockoccurswhendifferencesinthecontactlevel,communicationemphasis,tempo,andformalityofforeignbusinessareencountered.SeeChap.5PPT9Culture,Managementstyle,and7Culture,Managementstyle,andBusinesssystemMoreexplanationformanagementstyleCulture,Managementstyle,and8DifferencesinManagementStylesAroundtheWorld1. DifferencesinAuthorityandDecisionMakingInhigh-PDIcountriessubordinatesarenotlikelytocontradictbosses,butinlow-PDIcountriestheyoftendo2. DifferencesinManagementObjectivesandAspirationstowards:Threetypicalpatternsexist:top-levelmanagementdecisions,decentralizeddecisions,andcommitteeorgroupdecisionsSecurityespeciallyoflifetimeemploymentAffiliationandSocialAcceptancebyneighborsandfellowworkersPowerandAchievementOrientationsoughtbymanagersImportanceofpersonal/familylifeoverworkandprofitDifferencesinManagementStyl9商业中的文化环境XXXX讲义课件10DifferencesinManagementStylesAroundtheWorld3. DifferencesinCommunicationStylesAccordingtoEdwardT.Hall,thesymbolicmeaningsoftime,space,things,friendships,andagreements,varyacrosscultures“Insomecultures,messagesareexplicit;thewordscarrymostoftheinformation.Inothercultures...lessinformationiscontainedintheverbalpartofthemessagesincemoreisinthecontext”Communicationinahigh-contextculturedependsheavilyonthecontextual(whosaysit,whenitissaid,howitissaid)ornonverbalaspectsofcommunicationCommunicationinalow-contextculturedependsmoreonexplicit,verballyexpressedcommunicationsHallplaceselevenculturesalongahigh-context/low-contextcontinuumDifferencesinManagementStyl11商业中的文化环境XXXX讲义课件12DifferencesinManagementStylesAroundtheWorld4. DifferencesinCommunicationStylesLevelofformalityinaddressingbusinessclientsbyfirstnameLevelofformalityinaddressingyourbossbyfirstnameTempoorspeedingetting“downtobusiness”Perceptionoftimevariesinmanycultures5. DifferencesinNegotiationsEmphasisDifferenceswithrespecttotheproduct,itspriceandterms,servicesassociatedwiththeproduct,andfinally,friendshipbetweenvendorsandcustomersDifferencesinManagementStyl13DifferencesinManagementStylesAroundtheWorld6. P-TimeversusM-TimeM-time,ormonochronictime,typifiesmostNorthAmericans,Swiss,Germans,andScandinaviansMostlow-contextculturesoperateonM-timeconcentratingononethingatatimeP-time,orpolychronictime,ismoredominantinhigh-contextculturesP-timeischaracterizedbymulti-taskingandby“agreatinvolvementwithpeople”DifferencesinManagementStyl14ComparisonofM-timeandP-time

P-timeM-timeDoonethingatatimedomanythingatonceconcentrateonthejobareeasilydistractedandsubjecttointerruptiontaketimecommitmentsconsidertimecommitment(deadline,schedules)seriouslyasanobjectivetobeachieved,ifpossibleArelowcontextandneedinformationarehighcontextComparisonofM-timeandP-tim15ArecommittedtothejobarecommittedtothepeopleandhumanrelationsAdheretoplansChangeplansoftenandeasilyAreaccustomedtoshorttermedrelationshiphaveastrongtendencytobuiltlifetimerelationshipAreconcernedaboutnotdisturbingaremoreconcernedwithOtherswithpeopleclosetothemArecommittedtothejob16商业中的文化环境XXXX讲义课件17GenderBiasinInternationalBusinessThegenderbiasagainstwomenmanagersexistsinsomecountriesGenderbiasposessignificantchallengesincross-culturalnegotiationsWomenarenotacceptedinupperlevelmanagementrolesinAsian,MiddleEastern,andLatinAmericanGenderBiasinInternationalB18InternationalBusiness:Strategy,Management,andtheNewRealities19Dealvs.RelationshipOrientationDeal-orientedcultures-managersfocusonthetaskathand,areimpersonal,typicallyusecontracts,andwanttojust“getdowntobusiness.”Examples-Australia,NorthernEurope,andNorthAmerica

Relationship-orientedcultures-managersvalueaffiliationswithpeople,rapport,andgettoknowtheotherpartyinbusinessinteractions;relationshipsaremoreimportantthanthedeal-trustishighlyvaluedinbusinessagreements.Examples-China,Japan,LatinAmericancountries-ittooknineyearsforVolkswagentonegotiateanautomobilefactoryinChina.

InternationalBusiness:Strate19BusinessEthicsBusinessethicsiscomplexintheinternationalmarketplacebecausevaluejudgmentsdifferwidelyamongculturallydiversegroupsTheForeignCorruptPracticesAct1997:ImprisonmentforbriberyExistenceofdifferentlevelsofcorruption,bribery,andfraudCorruptionvaryinglydefinedfromculturetocultureBriberycreatesamajorconflictbetweenethicsandprofitabilityBusinessEthicsBusinessethics20TransparencyInternationalTransparencyInternational21Culture,Managementstyle,andBusinesssystemBusinessethic

Ethicsreferstothemoralbehaviorofpeople,firms,orgovernments-issuesoftenarise,ormaybeexacerbated,bydeficienciesinlegalsystems.

Culture,Managementstyle,and22Bribery:VariationsonaThemeBribery:VoluntarilyofferedpaymentbysomeoneseekingunlawfuladvantageExtortion:PaymentsareextractedunderduressbysomeoneinauthorityfromapersonseekingonlywhattheyarelawfullyentitledBribery:VariationsonaTheme23Bribery:VariationsonaThemeLubrication:Involvesarelativelysmallsumofcash,agift,oraservicegiventoalow-rankingofficialinacountrywheresuchofferingsarenotprohibitedbylawSubornation:Involvesgivinglargesumsofmoney—­frequentlynotproperlyaccountedfor—designedtoenticeanofficialtocommitanillegalactonbehalfoftheoneofferingthebribe;involvesbreakingthelawBribery:VariationsonaTheme24EthicalandSociallyResponsibleDecisionsAreasofdecisionmakingwhereethicalissuesarise:employmentpracticesandpolicies,consumerprotection,environmentalprotection,politicalpaymentsandinvolvementinpoliticalaffairsofthecountry,andbasichumanrightsandfundamentalfreedomsEthicalandSociallyResponsib25AFrameworkforEthicalPreceptsThreeethicalprinciplesthatprovideaframeworkfordistinguishingbetweenrightandwrong:(1)Utilitarianethics(2)Rightsoftheparties(3)JusticeorfairnessDoestheactionoptimizethe“commongood”orbenefitsofallconstituencies?And,whoarethepertinentconstituencies?

Doestheactionrespecttherightsoftheindividualsinvolved?Doestheactionrespectthecanonsofjusticeorfairnesstoallpartiesinvolved?AFrameworkforEthicalPrece26商业中的文化环境XXXX讲义课件27Casestudy经营计划再好,要是文化上产生误解,也会出纰漏.一个美国商人的经历很好的说明了这一问题.此人到东京去和一家日本公司签约,行程安排中仅有一周时间供他“搞定合同”,然后回家.周一,也就是他到达东京后的第一天,日方请他打高尔夫球.结果,美国人胜了两杆.第二天,他想该谈判了吧,但日商却还要打高尔夫球.他们于是又打了一回,美国人又赢了.当日方提示第三天再打高尔夫球时,他有些沮丧,冲口而出:“我们什么时候才能干正经事呢?”主人吃了一惊,回答说:“我们一直在谈正事呀”美国人不明就里,当然也就没能好好利用前两天打高尔夫球的机会,最起码,他本应当在第二天输几杆(当然,为了促使客人的面子,主人是不会轻易让他输的).于是,他们在第三天开始了会谈,并于周六签订了合同.美国人由于急于达成协议,随着他自定的期限的临近,不得不在好几个方面做出了让步试讨论:在本例中,由于文化背景不同而带来的商业惯例上的冲突都体现在哪些地方?又可能会带来什么后果?Casestudy经营计划再好,要是文化上产生误解,也会出28演讲完毕，谢谢观看！演讲完毕，谢谢观看！29商业中的文化环境XXXX讲义课件30Culture,ManagementStyle,andBusinessSystemsChapter5McGraw-Hill/Irwin©2005TheMcGraw-HillCompanies,Inc.Allrightsreserved.Culture,ManagementStyle,and31IntroductionRecognizebusinessculture,managementvalues,andbusinessmethodsandbehaviorsasimportantforsuccessininternationalmarketThus,managementstylehastobeadaptedininternationalmarketingImportanceofdevelopingfriendship,humanrelations,andattainingaleveloftrustbeforebeginningbusinessnegotiationsKnowledgeofforeignbusinesspracticesandsuccessfulbusinessrelationsNeedtorecognizethatpatternsofthinking,localbusinesstempo,religiouspractices,politicalstructure,andfamilyloyalty,aredifferentandimpactbusinesstransactionsIntroductionRecognizebusiness32Culture,Managementstyle,andBusinesssystemsCulturaladaptation

1)Culturalimperatives2)Culturalelectives3)Culturalexclusives

Culture,Managementstyle,and33RequiredAdaptationAdaptationisakeyconceptininternationalmarketingTosuccessfullydealwithindividuals,firms,orauthoritiesinforeigncountries,managersshouldexhibit:opentolerance,flexibility,humility,justice/fairness,abilitytoadjusttovaryingtempos,curiosity/interest,knowledgeofthecountry,likingforothers,abilitytocommandrespect,andabilitytointegrateoneselfintotheenvironmentRequiredAdaptationAdaptation34CulturalImperatives,ElectivesandExclusivesCulturalimperativesarethebusinesscustomsandexpectationsthatmustbemet,conformed,recognizedandaccommodatedifrelationshipsaretobesuccessfulCulturalelectivesrelatetoareasofbehaviorortocustomsthatculturalaliensmaywishtoconformtoorparticipateinbutthatarenotrequiredCulturalexclusivesarethosecustomsorbehaviorpatternsreservedexclusivelyforthelocalsandfromwhichtheforeignerisbarredandmustnotparticipateCulturalImperatives,Elective35Culture,Managementstyle,andBusinesssystemsMethodsofdoingbusiness

Becauseofthediversestructures,managementattitudes,andbehaviorsencounteredninternationalbusiness,thereisconsiderablelatitudeinthewaysbusinessisconducted.Nomatterhowthoroughlypreparedamarketermaybewhenapproachingaforeignmarket,acertainamountofculturalshockoccurswhendifferencesinthecontactlevel,communicationemphasis,tempo,andformalityofforeignbusinessareencountered.SeeChap.5PPT9Culture,Managementstyle,and36Culture,Managementstyle,andBusinesssystemMoreexplanationformanagementstyleCulture,Managementstyle,and37DifferencesinManagementStylesAroundtheWorld1. DifferencesinAuthorityandDecisionMakingInhigh-PDIcountriessubordinatesarenotlikelytocontradictbosses,butinlow-PDIcountriestheyoftendo2. DifferencesinManagementObjectivesandAspirationstowards:Threetypicalpatternsexist:top-levelmanagementdecisions,decentralizeddecisions,andcommitteeorgroupdecisionsSecurityespeciallyoflifetimeemploymentAffiliationandSocialAcceptancebyneighborsandfellowworkersPowerandAchievementOrientationsoughtbymanagersImportanceofpersonal/familylifeoverworkandprofitDifferencesinManagementStyl38商业中的文化环境XXXX讲义课件39DifferencesinManagementStylesAroundtheWorld3. DifferencesinCommunicationStylesAccordingtoEdwardT.Hall,thesymbolicmeaningsoftime,space,things,friendships,andagreements,varyacrosscultures“Insomecultures,messagesareexplicit;thewordscarrymostoftheinformation.Inothercultures...lessinformationiscontainedintheverbalpartofthemessagesincemoreisinthecontext”Communicationinahigh-contextculturedependsheavilyonthecontextual(whosaysit,whenitissaid,howitissaid)ornonverbalaspectsofcommunicationCommunicationinalow-contextculturedependsmoreonexplicit,verballyexpressedcommunicationsHallplaceselevenculturesalongahigh-context/low-contextcontinuumDifferencesinManagementStyl40商业中的文化环境XXXX讲义课件41DifferencesinManagementStylesAroundtheWorld4. DifferencesinCommunicationStylesLevelofformalityinaddressingbusinessclientsbyfirstnameLevelofformalityinaddressingyourbossbyfirstnameTempoorspeedingetting“downtobusiness”Perceptionoftimevariesinmanycultures5. DifferencesinNegotiationsEmphasisDifferenceswithrespecttotheproduct,itspriceandterms,servicesassociatedwiththeproduct,andfinally,friendshipbetweenvendorsandcustomersDifferencesinManagementStyl42DifferencesinManagementStylesAroundtheWorld6. P-TimeversusM-TimeM-time,ormonochronictime,typifiesmostNorthAmericans,Swiss,Germans,andScandinaviansMostlow-contextculturesoperateonM-timeconcentratingononethingatatimeP-time,orpolychronictime,ismoredominantinhigh-contextculturesP-timeischaracterizedbymulti-taskingandby“agreatinvolvementwithpeople”DifferencesinManagementStyl43ComparisonofM-timeandP-time

P-timeM-timeDoonethingatatimedomanythingatonceconcentrateonthejobareeasilydistractedandsubjecttointerruptiontaketimecommitmentsconsidertimecommitment(deadline,schedules)seriouslyasanobjectivetobeachieved,ifpossibleArelowcontextandneedinformationarehighcontextComparisonofM-timeandP-tim44ArecommittedtothejobarecommittedtothepeopleandhumanrelationsAdheretoplansChangeplansoftenandeasilyAreaccustomedtoshorttermedrelationshiphaveastrongtendencytobuiltlifetimerelationshipAreconcernedaboutnotdisturbingaremoreconcernedwithOtherswithpeopleclosetothemArecommittedtothejob45商业中的文化环境XXXX讲义课件46GenderBiasinInternationalBusinessThegenderbiasagainstwomenmanagersexistsinsomecountriesGenderbiasposessignificantchallengesincross-culturalnegotiationsWomenarenotacceptedinupperlevelmanagementrolesinAsian,MiddleEastern,andLatinAmericanGenderBiasinInternationalB47InternationalBusiness:Strategy,Management,andtheNewRealities48Dealvs.RelationshipOrientationDeal-orientedcultures-managersfocusonthetaskathand,areimpersonal,typicallyusecontracts,andwanttojust“getdowntobusiness.”Examples-Australia,NorthernEurope,andNorthAmerica

Relationship-orientedcultures-managersvalueaffiliationswithpeople,rapport,andgettoknowtheotherpartyinbusinessinteractions;relationshipsaremoreimportantthanthedeal-trustishighlyvaluedinbusinessagreements.Examples-China,Japan,LatinAmericancountries-ittooknineyearsforVolkswagentonegotiateanautomobilefactoryinChina.

InternationalBusiness:Strate48BusinessEthicsBusinessethicsiscomplexintheinternationalmarketplacebecausevaluejudgmentsdifferwidelyamongculturallydiversegroupsTheForeignCorruptPracticesAct1997:ImprisonmentforbriberyExistenceofdifferentlevelsofcorruption,bribery,andfraudCorruptionvaryinglydefinedfromculturetocultureBriberycreatesamajorconflictbetweenethicsandprofitabilityBusinessEthicsBusinessethics49TransparencyInternationalTransparencyInternational50Culture,Managementstyle,andBusinesssystemBusinessethic

Ethicsreferstothemoralbehaviorofpeople,firms,orgovernments-issuesoftenarise,ormaybeexacerbated,bydeficienciesinlegalsystems.

Culture,Managements